ESG Management

Overview of ESG Management at the Tokyo Tatemono Group

The Tokyo Tatemono Group implements sustainability measures throughout the Group, working on an evolved approach to ESG management in order to achieve a greater balance between solving social issues and growing as a company through its businesses.
ESG management has grown ever-more important in recent years, amid intensifying changes in the business environment. In order to consistently promote sustainability measures across the Tokyo Tatemono Group, we formulated a Long-term Vision for the Group in 2020 and established a sustainability promotion framework. In such a way we are working to steadily promote and advance sustainability initiatives within the Tokyo Tatemono Group.
Our Long-term Vision looks ahead to 2030, which is when our current large-scale redevelopment projects will be largely completed and also the target year for the Sustainable Development Goals (SDGs).

Long-term Vision

Becoming a Next-generation Developer

We live in a time of profound change. We are experiencing shifting demographics, growing diversity among personal values, ever-accelerating technological development, and more. Amidst these uncertainties, a broad range of challenges to achieving social sustainability have emerged.
The Tokyo Tatemono Group understands that the role of developers must also change in fundamental ways. We are committed to using our business to offer better solutions to society's problems and bring our own growth as an enterprise to a higher level. By doing so, we aim to be a good company for all our stakeholders.

Positioning of the Long-term Vision and Focus Factors in the External Environment

Our Approach to the SDGs

The Tokyo Tatemono Group recognizes the demand from society to help achieve the SDGs. As such, we have incorporated the SDGs into our Long-term Vision and Medium-term Business Plan and are actively implementing sustainability measures throughout the Group.
As we operate our business as a developer, we will continue to be guided by the aim of realizing a sustainable society.

Materiality of the Tokyo Tatemono Group

Under our long-term vision, "Becoming a Next-generation Developer," the Tokyo Tatemono Group aims to achieve a high-level balance between providing solutions to social issues and pursuing growth as a company.
In 2019, the Tokyo Tatemono Group determined a number of material issues for the social issues identified in consideration of international issues (the SDGs) and domestic or industry-specific issues, evaluating their importance in terms of the magnitude of social needs and their affinity with our business.

Since then, we have begun to revise these material issues in response to major changes in the social landscape and people's values, such as with the outbreak of the corona-virus pandemic. Based on our corporate philosophy and long-term vision, we considered the social issues identified in the SDGs and international guidelines on sustainability, and utilized the knowledge gained through advice from external experts, participation in various initiatives, and communication with stakeholders. Using this information, we held discussions with internal directors and exchanged opinions with external directors regarding themes related to materiality, and in June 2021, we identified 14 current material issues. The Board of Directors has also confirmed the appropriateness of these material issues.
On our path to realizing our long-term vision, the Tokyo Tatemono Group's materiality has been identified from the perspective of both social value creation and a value creation platform with an awareness of our shared values with society we realize through our business. The Tokyo Tatemono Group will seek to develop solutions to these material issues through its business to maximize our positive impact (opportunities) on society while minimizing our negative impact (risks). In this way, we will help bring about a sustainable society while growing as a company.

	Material issues	Shared values with society
Social value creation	Strengthening Tokyo's competitiveness as an international city	Creating value of place and value of experience
	Contributing to a safe and secure society
	Community building and revitalization
	Wellbeing
	Addressing the diverse needs of customers and society
	Value co-creation and innovation
	Social implementation of technology
	Revitalizing and Utilizing Real Estate Stock
	Promoting a decarbonized society	Coexistence with the earth and the environment
	Promoting a recycling-oriented society	Coexistence with the earth and the environment

Value creation platform	Improve employee growth and job satisfaction	Value-creating talent
	Diversity & Inclusion	Value-creating talent
	Advancement of governance	Realizing sustainability management
	Strengthen risk management framework	Realizing sustainability management

Materiality Identification Process

2018

To obtain a broad grasp of the social issues relevant to our business, the Group listed 35 social issues to study. Our list took into consideration international issues (the SDGs), issues unique to Japan and issues unique to our industry (Basic Policies for Urban Renaissance, Act on National Strategic Special Zones).

2019

We evaluated the importance of 35 social issues. In making this evaluation, we incorporated two perspectives: the scale of the social need (whether the issue requires a solution) and the affinity of the issue with our business (whether the issue is closely concerned with our current business or something we may wish to deal with as a business in the future). To further clarify the relative importance of issues, we assigned points based on four aspects.
Based on the above evaluation, we mapped the issues to narrow them down to those of relatively high importance. We organized these issues into three categories based on their content and identified them as the Group's material issues.

Evaluation perspectives	Assigning point values to indicators
Scale of social need	1 Relationship with the Real Estate Industry
Affinity with our business	2 Relationship with Our Businesses 3 Relationship with Our Medium-Term Business Plan 4 Director questionnaire results

2020

In response to recent changes in social conditions and values, we initiated the process of reviewing our materiality. We organized the material issues based on their relationships to key themes in the advancement of ESG management.
We engaged in discussions with internal and external directors on themes related to materiality, consolidating their expectations of the Group as well as their views on areas for improvement.

2021

Based on our corporate philosophy and long-term vision, we considered the social issues identified in the SDGs and international guidelines on sustainability. We incorporated the knowledge that we have gained through advice from external experts, participation in various initiatives, and communication with stakeholders.
We also view the advancement of ESG management as a key component of materiality. We have categorized this in terms of the perspective of value creation for society and the perspective of realizing that value creation for society.
The Sustainability Committee judged the materiality to be appropriate, finding that it encompassed the social issues expected of the Group.
The Board of Directors also deemed them to be appropriate.

Going forward, we will consider revising our materiality
as necessary depending on changes in social conditions or updates to management policies.

Information Resources Related to Social Issues

SDGs:: International goals for the years 2016-2030 as listed in the 2030 Agenda for Sustainable Development (adopted at the United Nations Summit in September 2015)
Action Plan of the Growth Strategy:: A summary of the government's priority policies, including its actions toward a new social vision in the context of COVID-19
Green Growth Strategy:: A summary of government policies to achieve carbon neutrality in 2050
Basic Policies for Urban Renaissance:: A summary of the Japanese government's basic policy for revitalizing cities
Law on National Strategic Special Zones:: A summary of the Japanese government's zoning policy for national strategic special zones

Governance

To consistently pursue sustainability measures across the entire Group, the Tokyo Tatemono Group established the Sustainability Committee, chaired by our president and CEO. The Sustainability Promotion Committee and Human Rights Subcommittee were also established under the Sustainability Committee.
The Sustainability Committee, like the Executive Committee, Risk Management Committee and Internal Control Committee, is under the direct control of the president and CEO. It meets in principle at least twice a year to deliberate and discuss matters related to the formulation of the Group's sustainability policies, the development of systems, the setting of indicators and targets, and the monitoring and evaluation of progress. Important matters deliberated and discussed by the Sustainability Committee are brought up for discussion or reported to the Board of Directors, which makes decisions on important sustainability-related matters, monitors and supervises the status of actions taken. The Sustainability Promotion Committee shares decisions of the Sustainability Committee, under which it sits, conducts preliminary discussions for consideration, and reports on the progress of the Group's sustainability measures. Similarly, the Human Rights Subcommittee promotes decisions made by the Sustainability Committee, under which it sits, regarding human rights and reporting on the status of initiatives.

Sustainability Promotion Framework Chart

Frequency of Main Meetings Held in FY2023

Organization	Times Held
Sustainability Committee	5
Risk Management Committee	3

Risk Management

Tokyo Tatemono has established a Risk Management Committee chaired by the president to build a system to oversee risk management for the Tokyo Tatemono Group. The Risk Management Committee formulates an annual risk management plan, evaluates and analyzes key management risks for the Group (priority risks), formulates preventive measures and countermeasures, and periodically monitors the status of countermeasures. With regard to sustainability-related risks, the Sustainability Committee, as the risk response organization (risk owner), works with relevant departments and offices to prevent and manage such risks, and reports important matters on the status of implementation to the Risk Management Committee. Important matters from among those deliberated by and reported to the Risk Management Committee are brought up for discussion or reported to the Board of Directors, and the Board of Directors oversees the effectiveness of the Group's risk management.

ESG-related KPIs and Targets; Progress

The Tokyo Tatemono Group believes that an evolved approach to ESG management will help to maximize medium- to long-term profits for stakeholders, and as such, has set KPIs and targets based on the material issues identified in June 2021. In the area of climate change in particular, in response to increasing social demands for companies to address climate change, we set a target in June 2021 of net zero CO₂ emissions by fiscal 2050. And in October 2023, we accelerated our efforts by raising the target to reduce Scope 1 and 2 emissions by 46.2% by fiscal 2030 compared to 2019 levels, which is the level required to limit the increase in global average temperature to 1.5°C compared to pre-industrial levels. We have also set and are promoting goals related to the development of zero energy buildings and homes, shift to renewable energy, and acquisition of green building certifications as process goals to achieve medium- and long-term targets to reduce greenhouse gas emissions.
In order to achieve these medium- and long-term targets, we have incorporated an action plan with these process goals in mind into the business plans of each business division or unit. Progress is then monitored and tracked by the Sustainability Promotion Committee and Sustainability Committee using the PDCA cycle.
The Board of Directors also monitors and supervises progress toward the targets.

Material Issue KPIs and Targets

Environmental

Items	Scope of Coverage	KPIs and Targets		2021	2022	2023	DetailsSustainability Report 2024
Promoting a decarbonized society
Reduction in greenhouse gas emissions	All businesses*¹	【Scope1・2・3】 Net zero CO₂ emissions by FY2050	CO₂ emissions [Unit: t-CO₂]	1,034,699	1,015,230	984,407	P.27
		【Scope1 and 2】 46.2% reduction in CO₂ emissions compared to FY2019 levels by FY2030*³		71,412	72,213	44,283
		【Scope3²】 40% reduction in CO₂ emissions compared to FY2019 levels by FY2030³		963,287	943,017	940,124
Development of zero energy buildings and homes*⁴	Commercial Properties Business	Develop ZEB for, in principle, all new office buildings and logistics properties*⁵	Number of ZEB developments [Unit: Properties]	Not applicable	Not applicable	Not applicable	P.28
	Commercial Properties Business		Number of properties in scope [Unit: Properties]	Not applicable	Not applicable	Not applicable
	Residential Business	Develop ZEH for, in principle, all new for-sale condominiums and for-rent condominiums*⁶	Number of ZEH developments [Unit: Properties]	Not applicable	Not applicable	1
	Residential Business		Number of properties in scope [Unit: Properties]	Not applicable	Not applicable	1
Shift to renewable energy	All businesses*¹	Procure 100% of electricity consumed in business activities from renewable energy sources by FY2050	Percentage of electricity from renewable energy sources [Unit: %]	1.8	11.2	31.1	P.27
	Commercial Properties Business	Procure 100% of electricity consumed at owned properties from renewable energy sources by FY2030		6.9	35.2	41.9
	Commercial Properties Business	Procure at least 50% of electricity consumed at owned properties from renewable energy sources by FY2024		6.9	35.2	41.9
Acquisition of green building certifications*⁷	Commercial Properties Business, Residential Business	Acquire green building certification for, in principle, all new office buildings, logistics properties, and for-rent condominiums*⁸	Percentage of green building certifications acquired [Unit: Properties]	Not applicable	Not applicable	Not applicable	P.40
Acquisition of green building certifications*⁷	Commercial Properties Business, Residential Business		Number of properties in scope [Unit: Properties]	Not applicable	Not applicable	Not applicable	P.40
Promoting a recyclingoriented society
Reduction of waste emissions	Long-term buildings*⁹	By FY2030, 20% reduction in the rate of waste emissions per unit compared with FY2019	Waste emissions per unit reduction rate [Unit: %]	5.2	5.3	5.3	P.37
Waste recycling promotion	Long-term buildings*⁹	By FY2030, achieve a waste recycling rate of 90%	Waste reuse rate [Unit: %]	65.7	60.9	58.5	P.38
Reduction of water use	Long-term buildings*¹⁰	Reduction of water use intensity compared with previous fiscal year	Water use per unit (diff. from the previous year) [Unit: m³/m²]	0.68 (-)	0.76 (0.08)	0.79 (0.02)	P.35
Promotion of use of recycled water	Office buildings with total floor area exceeding 30,000m²	By FY2030, install gray water*¹¹ treatment facilities at, in principle, all new office buildings with a total floor area of more than 30,000 m²	Number of properties with gray water facilities [Unit: Properties]	Not applicable	Not applicable	Not applicable	P.36
Promotion of use of recycled water	Office buildings with total floor area exceeding 30,000m²		Number of properties in scope [Unit: Properties]	Not applicable	Not applicable	Not applicable	P.36
Promoting a decarbonized society / Promoting a recycling-oriented society
Promotion of use of wood materials	Long-term buildings, condominiums for sale or rent	By FY2030, use domestic timber and certified timber in the interior and furniture of common areas of all new office buildings, for-sale and for-rent condominiums	Number of properties using domestic / certified timber [Unit: Properties]	0	3	1	P.29
			Number of properties in scope [Unit: Properties]	11	20	1
		By FY2023, develop for-sale and for-rent condominiums that use CLT for major structural components	Number of properties using CLT [Unit: Properties]	See Sustainability Report 2024 p.29
Collaboration and co-creation with customers	Long-term buildings	Communicate with tenants about sustainability at least 4 times a year	-	-	Achieved	Achieved	P.37 P.62
Collaboration and co-creation with customers	Condominiums for sale or rent	Communicate with residents to plan and implement sustainability measures	-	Achieved	Achieved	Achieved	P.37 P.62

Applies to the Tokyo Tatemono Group.
Applies to Scope 3 categories 11 and 13.
In FY2019, CO₂ emissions for Scope 1 and 2 were 85,870t-CO₂ and Scope 3 were 902,042t-CO₂.
In addition to ZEB and ZEH-M, includes Nearly ZEB, ZEB Ready, ZEB Oriented, Nearly ZEH-M, ZEH-M Ready, and ZEH-M Oriented.
Applies to new buildings for which design work began in January 2023 or later.
Excludes certain properties such as joint venture properties or properties with special uses.
Applies to new buildings for which design work began in June 2021 or later.
Excludes certain properties such as joint venture properties or properties with special uses.
Mainly refers to DBJ Green Building certification, CASBEE building certification and BELS (Building-housing Energy-efficiency Labeling System) certification.
Applies to new buildings for which design work began in January 2023 or later.
Excludes certain properties such as joint venture properties or properties with special uses.
Applies to the main long-term buildings and commercial facilities for which we have substantial energy management rights and for which we have submitted plans for the reuse and reduction of waste materials.
Applies to the main long-term buildings and commercial facilities for which we have substantial energy management rights.
Recycled water derived from rainwater and miscellaneous wastewater generated in buildings (e.g., wastewater from cooling towers and tenants' kitchens). It is reused for non-potable purposes such as toilet flushing and watering plants.

Social

Items	Scope of Coverage	KPIs and Targets		2021	2022	2023	DetailsSustainability Report 2024
Improve employee growth and job satisfaction
Promotion of skills development	Tokyo Tatemono	Average training time per employee: 15 hours or more each fiscal year	[Unit: Hours]	18.3	15.8	15.2	P.63
Promotion of skills development	Tokyo Tatemono	Career training participation rate: 100% each fiscal year	[Unit: %]	100	100	100	P.63
Promotion of health management	Tokyo Tatemono	Health checkup rate*¹: 100% each fiscal year	[Unit: %]	100	100	100	P.66
	Tokyo Tatemono	Follow-up test rate*¹: 100% each fiscal year	[Unit: %]	83.7	98.0	81.5
	Tokyo Tatemono	Smoking rate*²: 12% or less each fiscal year	[Unit: %]	16.0	12.1	13.1
	Tokyo Tatemono	Percentage of employees maintaining an appropriate weight: 75% or more by FY2028	[Unit: %]	72.8	72.0	72.9
Diversity & Inclusion
Respect for human rights	Tokyo Tatemono Group	Dissemination of the Human Rights Policy: Deployment to and compliance by group companies	-	Implemented	Implemented	Implemented	P.45
Work-life balance	Tokyo Tatemono	Average annual paid leave utilization rate: 70% or more each fiscal year	[Unit: %]	57.5	67.8	72.2	P.70
Work-life balance	Tokyo Tatemono	Ratio of male employees taking parental leave*¹: 30% or more by FY2025	[Unit: %]	13.0	50.0	78.1	P.71
Promotion of diversity in our workforce	Tokyo Tatemono	Ratio of women in management positions: 10% or more by FY2030	[Unit: %]	7.2	7.2	9.4	P.72
Promotion of diversity in our workforce	Tokyo Tatemono	Employment rate of people with disabilities³: Over the legal employment rate each fiscal year 2.3% or more until March 2024, 2.5% or more from April 2024 to June 2026, and 2.7% after July 2026	[Unit: %]	2.21	2.33	2.53	P.72

Totaled from April of each year to March of the following year.
As of the end of December of each year.
As of June 1 of each year.

Data

The Tokyo Tatemono Group's business activities are supported not only by the customers who use our products and services, but also by many other stakeholders, including local communities, executives and employees, shareholders, investors, and business partners. We believe that building long-term relationships of trust with these stakeholders is essential to our business activities. By engaging with our stakeholders and incorporating their input in various ways, we are not only earning their trust but also working to create social value. To ensure that our engagement with stakeholders is effective, we will review its approach and other aspects as necessary.

Stance on and Approach to Dialogue with Our Core Stakeholders

Stakeholders	Stance on Dialogue	Approach to Dialogue
Customers Building tenants, home buyers, users of services	We established various systems to incorporate customer feedback in our business activities. We use these systems to provide valuable products and services that offer safety and peace of mind, while continuously improving customer satisfaction.	Customer satisfaction surveys Brillia owners hotline (contact for home buyers) Various questionnaires Online inquiry forms, etc.
Local community Local community around properties, local governments, NGOs, NPOs, educational institutions, etc.	We work to increase local value and contribute to the local community through efforts that include community development and various community activities.	Dialogue with local residents and government bodies in the planning, development, and management of properties Volunteer activities, including clean-up activities Participation in local events and festivals Support for education and the arts Post-disaster reconstruction support, etc.
Executives and employees All employees working for the Group	We work to create a satisfying workplace in which employees can experience personal growth. We strive to develop people who are trusted and capable of building the future.	Various training and reward systems Regular personnel interviews Dialogue with labor unions and cohosting of events Individual consultation on child-rearing and nursing care support, etc. Compliance questionnaires, etc.
Shareholders and investors Providers of capital that support the Group' s business and those engaged with the business through the exercise of voting rights, etc.	We aim to build long-term fiduciary relationships with our shareholders and investors and earn appropriate recognition through sincere and fair information disclosure and active communication.	IR information on our corporate website, Integrated Report General Meeting of Shareholders Financial results briefings Seminars for private investors IR meetings (Japan/overseas), etc.
Business partners Business operators related to planning, development, and property management, and service provision, etc.	We conduct fair and equal business dealings with our partners and strive for close communications to build even better relationships with these partners.	Verifying any signs of mistrust using business partner check sheets Regular meetings, etc. Sharing the Supplier Code of Conduct and conducting questionnaire surveys, etc.

Sustainability